It sets out 25 recommendations to help support the high street to transform “into a complete community hub incorporating health, housing, arts, education, entertainment, leisure, business/office space, as well as some shops, while developing a unique selling proposition (USP)”.

In November, Lichfields also published a number of recommendations for high streets, based on their own research. Their conclusions echo that of Grimsey: “Town centres and operators within them should embrace online, promote themselves better and develop their own unique selling point(s). They must broaden their offer and attract new anchors and other uses, which make them more family friendly, and improve the overall ‘experience’ for visitors”. It also highlights a number of examples of innovative practice.

The IPM report gathered the opinions of local people, including young people, about their town centre, what they would like to see developed, and the related challenges that they perceive.

Over the next two blog posts, we will look at some of these reports’ key recommendations, and highlight some innovative examples of good practice.

A diverse high street

A recent tweet by Fountain Bookstore in the U.S. highlighted the difficulties presented by ‘showrooming’ – where people visit high street stores to view items which they subsequently purchase online, often only for a marginally cheaper price. The tweet went viral and sparked much debate.

However, realistically, online shopping is not going away – and in recognition of this, it has been widely recommended that high streets should diversify their offer, placing greater focus on services and experiences that cannot be replicated online – including food and drink uses, and leisure facilities, such as cinemas and gyms.

A unique high street

Another key recommendation is for town centres to identify their own unique selling points (USPs).

Wigtown, in Dumfries and Galloway, is a fantastic example of a town that has developed a USP in order to regenerate the community. In 1998, Wigtown was designated Scotland’s national book town, and it has since become home to a wide range of book-related businesses, including both new and used booksellers, and an annual book festival that attracts many people to the town.

Other towns have sought to capitalise on their heritage to bring people back to the town centre – such as through the relatively new Heritage Action Zones programme and the £55 million fund announced in the 2018 budget “for heritage-based regeneration, restoring historic high streets to boost retail and bring properties back into use as homes, offices and cultural venues”.

A digital high street

While the ubiquitous growth of technology has presented high streets with some of its key challenges – in the form of online shopping and showrooming – it also presents a number of opportunities.

As well as making the most of click and collect services, many town centres may also be able to capitalise on the ‘clicks to bricks’ phenomenon – where online retailers open physical stores in order to provide their customers with an enhanced experience, such as being able to trial goods before purchasing.

Grimsey 2 also outlines a number of other ways in which high streets can capitalise on technology – from providing free wifi and spaces for freelancers to work/come together, to becoming involved in digital marketing campaigns and gathering/using local datasets.

In Scotland, a number of ‘Digital Town’ pilots have been set up with a view to improving the high street’s digital infrastructure and skills, and supporting high streets to take advantage of these in order to boost tourism and local economies. Related guidance on the development of ‘Digital Towns’ has also been produced.

Another approach is to use the planning system. One particularly innovative example of is that of the Renfrew Town Centre SPZ – Scotland’s first Simplifed Planning Zone (SPZ) focusing on town centres. It was set up in 2015 and built on the success of Glasgow’s award-winning Hillington Park SPZ.

The SPZ aims to support existing businesses, encourage new businesses, and increase the number of people living within the town centre by supporting the re-use of vacant property on upper floors.

The scheme has been hailed as an excellent example of the Town Centre First principle. According to Scottish Planner: “The scheme has been well received and offers simplicity to businesses who can invest in the town centre knowing that they can change the use of premises and upgrade the shop front without having to apply for planning permission”.

Renfrewshire Council have published a ‘how to’ guide detailing their experience.

To be continued…

These are but a few of the many innovative ideas and experiences that have helped town centres across the country.

In our next post, we will continue this theme and outline some additional ways that town centres can help to address their challenges and increase footfall – through community involvement, good quality, inclusive urban design, the promotion of healthy environments and the creation of homes on the high street.

Follow us on Twitter to discover which topics are interesting our research team.

The government’s flagship digital identity programme, GOV.UK Verify, has not been short of problems lately. However, news that benefit claimants have been unable to register for the new Universal Credit (UC) because of problems using the service highlight that its failings are having real-world consequences.

In February, government statistics showed that only 30% of claimants were able to use GOV.UK Verify – well below the projected 80%. Further, research in the London Borough of Croydon found that even with one-to-one support only one in five people could prove their identity.

A history of problems

Problems were identified in the National Audit Office’s Digital transformation in government report in March 2017. The NAO found that the service, which was expected to simplify how citizens verified their identity to government agencies, had missed its initial launch date of 2012. Instead, only nine out of twelve services had been launched four years later in 2016.

Government departments who were expected to come on board have also thought twice. In December 2017, NHS England’s chief digital officer Juliet Bauer announced that they’d be developing their own digital identity system (although did suggest that GOV.UK Verify may be used for services which have less sensitive information). Similarly, HMRC announced last month that they will develop their own identity service – based on their 15-year-old Government Gateway Service – with rumours suggesting they have no confidence in the government’s solution.

With this backdrop, it’s unsurprising that Civil Service Chief Executive and Cabinet Office Permanent Secretary John Manzoni has brought in management consultancy McKinsey to conduct a review into how digital identity could work within the public sector.

Community Weekly’s Editor in chief, Bryan Glick, suggests this review could lead to a fundamental rethink and the introduction of ‘Verify Compliant’. He explains that:

“Verify could become a brand name, rather than a product produced by GDS. That brand name will encapsulate a set of digital identity standards, for use across the public and private sectors. If you want to be part of the UK’s digital identity infrastructure, you need a product that is “Verify compliant”.

The impact of Brexit

David Bicknell, editor at Government Computing, suggests that Brexit preparations have pushed the transformation strategy – including GOV.UK Verify – off the agenda.

However, Government Digital Service (GDS) director general Kevin Cunnington has a different take on things. In his view, the GDS is continuing to deliver improved digital services, highlighting that GOV.UK Verify is available to local councils and is used by the Land Registry to support their new digital mortgage service.

Why the UK needs to tackle digital identity

People are increasingly using digital services to shop online, pay bills, and to interact with different levels of government. However, even though technology has dramatically changed, much of how people prove their identity is still paper based. For instance, paperless bank account holders still have to request paper documents to prove their address (possibly at an additional cost).

New industries such as the sharing economy, which includes the likes of Airbnb and Uber, rely on secure digital identity verification. Government has a responsibility to lead from the front and protect this ever-growing number of customers. For example, Airbnb customers across the world have experienced thefts from properties from criminals using false identification.

More generally, there has been a rise in identity fraud. According to fraud prevention charity Cifas, this now represents the majority of all fraud cases (approximately 56% in the first six months of 2017). An inability to verify identity is likely to have contributed to this increase.

In addition, many people are financially and socially excluded by a lack of photographic identification ID such as a passport or a driver’s license – particularly those from low income backgrounds or who have been in prison. This lack of ID can act as a barrier when applying for government benefits or financial services.

Gunnar Nordseth, CEO at digital identity provider Signicat, also argues that a failure to introduce a digital identity scheme could have serious consequences for the UK’s financial industry (especially the emerging fintech sector). He explains that GOV.UK Verify isn’t ‘fatally flawed’ but needs to be more ambitious, observing that:

“Unlike other European digital ID schemes GOV.UK Verify is limited to the public sector, does not support financial services and is not interoperable with its continental counterparts.”

Final thoughts

Tackling the digital identity crisis won’t be easy. But recent statements acknowledging the challenges of GOV.UK Verify and the calling of a review suggest the Government Digital Service (GDS) are listening to concerns.

However, this time for reflection mustn’t last too long. Getting digital identity right has the potential to improve services for citizens, create efficiencies in government and business, and ensure the UK’s place as a world leader in the burgeoning digital economy.

The Knowledge Exchange provides information services to local authorities, public agencies, research consultancies and commercial organisations across the UK. Follow us on Twitter to see what developments in policy and practice are interesting our research team.

If you found this article interesting, you may also like to read our other digital articles.

In cities across the world, there is growing unease at the impact of tech firms on local communities. In San Francisco’s Silicon Valley, “Google Buses” – the corporate commuter buses for Google staff – have been the subject of multiple protests by local activists, including the blockading of buses and displaying provocative banners.

The protesters’ main grievance? Housing. Researchers at the University of Berkley have found that rents close to bus stops used by Google employees are 20% higher than in other comparable areas.

It’s not just about Silicon Valley

In East London’s Tech City – home to both Google and Amazon – there have also been housing pressures, with property prices increasing by 13% in the two years to April 2017.

Further, The Economist has produced a map of London gentrification, showing that affluent young professionals are living in the inner-city, whilst poorer, often less educated ‘service workers’, are being pushed to the outskirts of the city. As Professor Richard Florida describes it “London is the archetypal example of a class-divided city”.

In Dublin, where Google and Facebook occupy 4% of all commercial office space, local activists have blamed tech firms for their housing crisis. Aisling Hedderman of the North Dublin Bay Housing Crisis Community, highlights that

“…we’re not going to see housing provided for families, but houses provided for single people and couples. And as long as people are willing to pay the high rents it’s going to keep driving up the rents”

Tech firm Airbnb has also received a lot of attention for its impact on housing. Airbnb, who enable people to rent out their properties or spare rooms, has faced challenges in a number of cities. For instance, in November 2017, Vancouver introduced new regulations to stop businesses from offering short-term rentals through Airbnb and similar services. This means people can only rent out their principal property – which the city hopes will increase the availability of long-term rentals.

Technological change is nothing new

Edward Clarke, former analyst at the Centre for Cities, however, argues that the real problem for cities is not gentrification but poor city management.

In his view, urban neighbourhoods have always experienced periods of change, highlighting that Shoreditch’s status as a tech hub follows a long tradition of innovators moving to the area. And that research has shown that ‘new jobs’ (such as those in the digital and creative sectors) bring higher wages to an area, for the people working for these firms and in other sectors. Instead, Mr Clarke suggests there is a need to build more homes, and to consider developing on part of the Green Belt.

To alleviate these challenges, cities have started to recognise the need for closer collaboration. New York, Dublin, and London have all recruited tech leads to work with the tech sector. However, Joe Kilroy, policy officer at the Royal Town Planning Institute (RTPI), highlights that tech leads must have a remit that is wider than encouraging tech firms to move to the city. He explains:

“Ideally the tech lead would liaise with city planners who can articulate the issues being faced by the city – such as housing affordability, infrastructure pressures, and skills shortages.”

Toronto and Kitchener, Ontario

In 2017, Toronto and its small town neighbour Kitchener announced plans to introduce a new transit line to ensure the city can cope with an expected influx of new tech workers.

It may be surprising to some that it’s not Toronto that’s the main tech player, but the region of Kitchener-Waterloo, home to the University of Waterloo and the birthplace of the Blackberry. It’s internationally recognised as a hub of innovation and prides itself on being different to Silicon Valley, viewing itself as more of a community than a series of business networks.

Local tech leaders acknowledge the importance of reaching out and working closely with local charities on issues such as affordable housing, as well as offering their skills to the community.

Final thoughts

Cities must ensure that the growth of the tech sector benefits everyone, and that sections of society aren’t left behind. However, big tech firms also have a role to play, and should become active participants in their communities, leading on areas such as education and skills and housing. Only then, will these tech firms truly prosper while having a lasting and positive impact on the surrounding communities.

The Knowledge Exchange provides information services to local authorities, public agencies, research consultancies and commercial organisations across the UK. Follow us on Twitter to see what developments in policy and practice are interesting our research team.

In January 2018, NHS digital published a report, which highlighted the accessibility and availability of digital platforms to help social workers with their job role. The research, which was compiled from survey data, sought to understand not only how social work could be supported through the use of IT and digital platforms, but also to assess the current level of usage and understanding of digital technologies among the current workforce. While more than half of survey respondents said they had access to a smart phone as part of their role, far fewer were actually able to access case notes and other necessary documents digitally from outside the office.

The survey found there was an appetite for greater and better use of digital media in day-to-day work, which practitioners felt would not only improve their ability to work more flexibly but could also be used to forge better relationships with people who use services. In some instances, respondents to the survey felt improved use of digital media may provide a way to communicate more effectively with those who had previously been unwilling to engage, particularly in relation to social work with young people. The research found that digital technology was used in a range of ways to build and manage positive relationships, particularly with service users, including:

communicating with them to gather specific data (as part of assessment);

delivering interventions (such as self-guided therapy or telecare); and

supporting team work (peer support and online supervision)

Questions around the use of social media

Earlier research around the use of digital media in social care more generally found that it is used in a variety of capacities, such as storing and maintaining records, communications and day-to-day tasks such as booking appointments and scheduling in visits. However, the use of digital technologies by social workers can at times extend beyond simply maintaining records and scheduling visits. Many felt that while digital media in some ways makes their job easier, in other ways it can add to the stress of an already difficult job role.

A lot of the anxiety concerning digital technologies centres around social media. In the most positive of ways, it can be a core platform to allow service users to communicate, and make the social work team appear more accessible to people who may feel uneasy communicating in more formal ways. However, significant challenges around ethics and practice remain. Repeated instances of social workers being reprimanded have made some social workers wary of using social media platforms. In September 2017 HCPC published guidance which encourages practitioners to continue to use social media, but to seek advice and help if they are ever unsure. The guidance suggested that social media, if used responsibly, could support professionals to raise the profile of the profession and network with others nationally and internationally.

Supporting confidentiality and security

For many social workers and social work supervisors many of the challenges around using digital media centre on the necessity for confidentiality and security of information. While much of social work practice within offices is digitised with regard to record and case file keeping and report writing, security issues concerning remote access to files is one of the major challenges. In many cases until digital security can be assured, it will be difficult for social workers to work fully remotely and flexibly without some travel back to the office. GDPR also raises some interesting questions for the profession with regards to storing and accessing data.

An opportunity to improve information sharing and partnership working

It is well recognised that the use of digital media provides an opportunity to improve efficiency and partnership working within social work. If used effectively and supported well, it can allow information to be stored, shared and accessed across a range of different services, which can be particularly useful for increased health and social care integration. However, challenges in practice remain – including the ability of social workers to remotely access notes and information, the need to align working and IT systems, and the ability to access and read data in a number of formats across a number of devices. Research stresses the importance of risk management and appropriate training for staff so that they feel comfortable and confident using media platforms.

A welcome change in the profession?

For many within the profession, the rise of digital platforms as a way to engage with service users and provide increased support and flexibility for social workers themselves has been a positive development. It is a great leveller and can encourage service users who feel comfortable to engage in a much more transparent way with social workers. However, NHS Digital research shows that there are still significant challenges. Overcoming these to successfully integrate digital platforms and interfaces into social work practice has the potential to revolutionise not only how social workers engage with service users, but how they themselves conduct their work. Improved collaboration with other services, increased flexibility, and increased capacity for completing and recording continuing professional development and training to improve practice are just some of the potential fruits of social work’s digital revolution.

Follow us on Twitter to see what developments in public and social policy are interesting our research team.

In July 2017, the Swedish Government faced a political crisis after admitting a huge data leak that affected almost all of its citizens.

The leak, which dates back to a 2015 outsourcing contract between the Swedish Transport Agency and IBM Sweden, occurred when IT contractors from Eastern Europe were allowed access to confidential data without proper security clearance. Media reports suggested that the exposed data included information about vehicles used by the armed forces and the police, as well as the identities of some security and military personnel.

The political fallout was huge for Sweden’s minority government. Infrastructure Minister Anna Johansson and Interior Minister Anders Ygeman both lost their positions, whilst the former head of the transport agency, Maria Ågren, was found to have been in breach of the country’s privacy and data protection laws when she waived the security clearance of foreign IT workers. In addition, the far-right Sweden Democrats were calling for an early election and Prime Minister Stefan Löfven faced a vote of no-confidence in parliament (although he easily survived).

However, it’s not just Sweden where data leaks have become political. Last year, the UK saw several high-profile incidents.

Government Digital Service (GDS)

The UK Government’s main data site incorrectly published the email addresses and “hashed passwords” of its users. There was no evidence that data had been misused, but the GDS recommended that users change their password as a precaution. And although users did not suffer any losses, it’s certainly embarrassing for the agency responsible for setting the UK’s digital agenda.

Scottish Government

Official documents revealed that Scottish Government agencies experienced “four significant data security incidents” in 2016-17. Three out of four of these cases breached data protection legislation.

Disclosure Scotland, a body which often deals with highly sensitive information through its work vetting individuals’, was one organisation that suffered a data leak. This involved a member of staff sending a mass email, in which email addresses could be viewed by all the recipients (a breach of the Data Protection Act).

“These mistakes are entirely the fault of the Scottish government and, worryingly, may signal security weaknesses that hackers may find enticing.”

Hacking parliaments

In the summer of 2017, the UK parliament suffered a ‘brute force’ attack, resulting in 90 email accounts with weak passwords being hacked and part of the parliamentary email system being taken offline. A few months later, the Scottish Parliament experienced a similar sustained attack on parliamentary email accounts. MPs have suggested Russia or North Korea could be to be blame for both attacks.

MPs sharing passwords

In December 2017, the Information Commissioner warned MPs over sharing passwords. This came after a number of Conservative MPs admitted they shared passwords with staff. Conservative MP Nadine Dorries explained:

Their remarks were an attempt to defend the former First Secretary of State, Damian Green, over allegations he watched pornography in his parliamentary office.

Final thoughts

The Swedish data leak shows the political consequences of failing to protect data. The UK’s data leaks have not led to the same level of political scrutiny, but it’s important that UK politicians stay vigilant and ensure data protection is a key priority. Failure to protect citizen data may not only have financial consequences for citizens, but could also erode confidence in public institutions and threaten national security.

The Knowledge Exchange provides information services to local authorities, public agencies, research consultancies and commercial organisations across the UK. Follow us on Twitter to see what developments in policy and practice are interesting our research team.

As we head towards Christmas, the media is filled with images of families coming together and enjoying the festivities. However, the reality is that many people will not be spending the Christmas period with loved ones, and will be spending the festive season alone.

In April, Future Cities Catapult produced a report into the impact of social isolation and loneliness. They highlight that those experiencing social isolation and loneliness have an increased likelihood of developing health conditions such as dementia (1.9 times more likely) and depression (3.4 times more likely). In addition, there is a 26% increased risk of mortality.

The report also included findings from the Mormont Review, highlighting that in emergency situations social networks have a significant impact on recovery.

“Individuals who are socially isolated are between two and five times more likely than those who have strong social ties to die prematurely. Social networks have a larger impact on the risk of mortality than on the risk of developing disease, in the sense it is not so much that social networks stop you from getting ill, but that they help you to recover when you get ill.”

It’s this substantial impact on people lives’ – and the costs to the health service – which has led to many public bodies looking for ways to tackle social isolation and loneliness.

Technology-based interventions, in particular, are some of the most innovative approaches to addressing the issue that affects over half of all people aged 75 and over who live alone, as well as increasing numbers of young people. Below we’ve outlined some of the most interesting examples.

CogniWin

CogniWin provides support and motivation for older people to stay active and in employment by providing smart assistance and well-being guidance. It helps people to adapt cognitively with their work tasks through their interactions with a system (which collects information using an intelligent mouse and eye tracking software). A virtual Adaptive Support and Learning Assistant then provides feedback, which helps the older person adapt their working lifestyle or have the confidence to take up a part-time job or become a volunteer.

Casserole Club

Casserole Club is a social enterprise that brings together people who enjoy cooking and who often share extra portions with those who may not be able to cook for themselves. Founded by FutureGov and designed in partnership with four local authorities, the service uses its website to allow volunteers to sign up and search for diners in their area (most of which, are over 80 years old). Overall, there are 4,000 cooks nationwide, and 80% of diners highlight that they wouldn’t have much social contact without the Casserole Club.

Family in Touch (FIT) Prototype

The Family in Touch (FIT) prototype was developed by a team of Canadian researchers who noticed that elderly people in care homes and retirement communities often touched photographs in an attempt to connect with family members. Based on this, the team created a touch screen photo frame which sent a message to a relative to say that they were thinking of them. The relative was then able to record a video message, which could be viewed by the elderly person in the photo frame. It was found that elderly people appreciated the simple design and tactile user experience.

Final thoughts

These are just some of the innovative tools being used to tackle social isolation and loneliness. And although technology is not the whole solution, it can certainly provide new opportunities for projects seeking to provide friendship and support to those who feel disconnected.

Individually, we can also make a difference. Even just making a phone call to an elderly relative, sending a message to an old friend, or visiting a neighbour, can brighten up someone’s day.

The Knowledge Exchange provides information services to local authorities, public agencies, research consultancies and commercial organisations across the UK. Follow us on Twitter to see what developments in policy and practice are interesting our research team.

It’s been a period of change for the Government Digital Service (GDS) since losing influential Executive Director Mike Bracken in 2015. Since then, the service has experienced a string of high profile departures, leading many commentators to suggest that the much-lauded GDS could soon be coming to an end.

However, in the November 2015 Spending Review, then Chancellor George Osborne announced that the GDS would receive an extra £450 million over four years – a significant increase on their previous budget of £58 million per year.

Chancellor Osborne highlighted that these additional funds would help fuel a “digital revolution” in central government, and in particular create one of the most digitally advanced tax administrations in the world.

But has new funding – and possibly the public show of support – led to a digital revolution?

In the beginning….

In 2011, the GDS was formed to implement the ‘digital by default’ strategy – a key proposal of UK Digital Champion (and founder of lastminute.com) Martha Lane Fox’s report into the delivery of online public services.

The GDS’s first major project, GOV.UK, has in many ways proved to be a success. Launched in 2012, the publishing platform brought together over 300 government agencies and arm’s length bodies’ websites within 15 months. Replacing DirectGov and Business Link alone has saved more than £60m a year. Early testing showed GOV.UK was simpler for users, with 61% completing tasks on the new Business Link section; compared to 46% on the old website.

GOV.UK has also been viewed as an example of best practice, with GDS team members supporting countries such as New Zealand with their own digital government efforts.

However, it’s not been entirely without its controversies. In October 2016, the Welsh language commissioner accused the UK government of weakening Welsh language services, explaining that provision on the site had “deteriorated astonishingly” since the introduction of GOV.UK. A recent GDS blog article has also identified challenges in making content accessible for users. For example, 73% of the content on GOV.UK is looked at by fewer than 10 people per month.

Government as a platform

A major theme of the GDS’s work has been the introduction of a platform approach to digital government – principles proposed by technology guru Tim O’Reilly. In 2015, Mike Bracken set out a new vision for digital government, highlighting the need to create:

“A common core infrastructure of shared digital systems, technology and processes on which it’s easy to build brilliant, user-centric government services.”

GOV.UK is one such service.

But the concept has gone on to inspire new services such as GOV.UK Verify – a platform which enables citizens to prove who they are when using government services. This common service was a world first and is being used by organisations such as HM Revenue & Customs (HMRC) and the Department for Environment, Food & Rural Affairs (DEFRA).

Additionally, GOV.UK Notify – a service which sends text messages, emails or letters – was introduced in January 2016. It helped support the Valuation Office Agency (VOA) transition some of their services to online only, as it provided them with the ability to send thousands of notifications at the one time.

The report concluded that the GDS had an early impact across government, successfully reshaping the government’s approach to technology and transformation. However, Amyas Morse, head of the National Audit Office, also observed that:

“Digital transformation has a mixed track record across government. It has not yet provided a level of change that will allow government to further reduce costs while still meeting people’s needs. To achieve value for money and support transformation across government, GDS needs to be clear about its role and strike a balance between robust assurance and a more consultative approach.”

In particular, the NAO highlights concerns over the GOV.UK Verify programme. The service has proven difficult to adopt for some departments, which has led to the GDS allowing the use of alternate identity services. According to the NAO, this significantly undermines the business case for GOV.UK Verify, and provides a poorer experience for users on government websites.

The Institute for Government

Influential think tank, the Institute for Government (IfG), has recently published two reports on the progress of digital transformation.

In October 2016, the report ‘Making a success of digital government’ estimated that the UK Government could save up to £2 billion by 2020 – through efficiency savings – by creating better digital services. Major digital transformation successes were also highlighted, including the online registration to vote by 1.3 million people by May 2016, and the introduction of a new digital road tax system (removing the need for paper disks).

In terms of the GDS, the IfG expressed similar views to the NAO:

“We found that GDS has played an important role in bringing new digital capability into government. But, in the absence of a new digital strategy, its role is unclear. GDS needs to re-equip itself to support a government that now has rapidly developing digital capability, and high ambitions for change.”

However, this hasn’t stopped the IfG making several new recommendations for the GDS in their latest digital government report. These include:

clarifying the GDS standards and distinguishing between standards and guidance;

re-examining the role of the Government Gateway – an identity assurance platform – and of GOV.UK Verify;

taking a more active role in the digital services market, such as designing the Digital Marketplace for different users; and

creating a store for Application Programming Interfaces (APIs) to encourage their use throughout the public sector.

Final thoughts

The GDS has played a vital role in creating a new vision for digital government. However, evidence has suggested that over recent years the pace of change has slowed, with key initiatives such as GOV.UK Verify facing a variety of challenges.

In the coming years, it’s likely that the Brexit negotiations will be top priority for politicians and many government departments. It will be important that the GDS works with these departments and looks to prioritise services that are vital for managing the Brexit process.

Follow us on Twitterto see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other digital articles

The digital tech sector is the UK’s fastest growing sector. Recent statistics show that it is growing as much as 50% faster than the wider economy. In London alone, a new tech business starts up every hour. Beyond London, digital tech clusters across the country are driving the economic resurgence of many cities and city regions.

The rapid growth of the sector means that its spatial footprint has become increasingly evident in towns and cities across the UK. In May, the Royal Town Planning Institute (RTPI) published guidance on how town planning can respond to and guide the future development of the digital economy. It makes recommendations for planners in two areas:

how to encourage the growth of the tech sector in their local area; and

how to make best use of the opportunities provided by the tech sector for the planning system

What is the tech sector?

The digital tech sector is increasingly diverse, and there is no straightforward definition. The 2016 Tech Nation report identified 16 different sectors, some of which include:

There are currently around 58,000 active digital tech businesses in the UK. It employs 1.64 million people, and job growth is more than double that of other sectors. Roles are generally highly skilled and well paid, compared to other sectors. Indeed, the average salary is 44% higher than the national average!

Location preferences

Digital tech, as a sector, thrives off well-planned spaces with access to good local infrastructure. Tech firms and their employees tend to prefer easily accessible, walkable, multi-use districts. This results in the creation of ‘clusters’ of similar firms in central urban locations.

Clustering has a number of advantages for digital tech businesses – including easy access to large talent pools and the ability to network and exchange ideas face-to-face with local, likeminded businesses and employees – a key driver of innovation.

London, Manchester and the Greater South East have some of the largest digital tech clusters in the UK; however, the Tech Nation 2017 reportmapped 30 significant clusters across the length and breadth of the UK – from Dundee to Exeter.

Facilitating the growth of the sector

The recent growth of the sector has already led to a number of economic policy responses, including the development of enterprise zones, innovation and business centres, and ‘innovation districts’. The RTPI guidance also highlights a number of smaller-scale responses that can be utilised to attract and foster tech industry growth, including:

‘de-risking sites’ by making sure that planning requirements are “practical, clear and known in advance of specific proposals coming forward”

using public money for assembling and servicing sites that are more challenging

In addition to these responses, the RTPI makes three recommendations for planners on how they can create an environment that is attractive to digital tech firms.

First, it suggests that planners should monitor the local economy to get a sense of what local growth industries are. Policies can then be adapted to local economic conditions. Some local authorities already do this using company registration data. For example, Camden Borough Council use this data to inform a quarterly ‘Business and Employment Briefing’. It covers a range of measures, including business size and type, employment in the borough, commercial property, unemployment, worklessness and qualifications.

In order to attract and assist the growth of the digital tech sector, it is important for local planning teams to have a proper understanding of the sectors’ spatial preferences. This is particularly important when drawing up local plans. Therefore, the second recommendation made by the RTPI is that local authorities should employ someone to engage with local tech firms to find out how planning could help to better facilitate their growth. The roles of The Dublin Commissioner for Startups and the Amsterdam Chief Technology Officer are potentially interesting models for this.

Third, the RTPI recommends ensuring that there is sufficient housing, office space and transport infrastructure to meet capacity. These three elements are the “fundamental ingredients for an economically and socially successful city”. Without them, no amount of other interventions will attract firms to an area.

The Tech Nation 2017 report found that 30% of digital tech community members cited their local transport infrastructure as a ‘business challenge’. Tech London Advocates report similar concerns, whilst also highlighting the challenges posed by digital infrastructure: “It has become increasingly clear that a fundamental challenge facing tech companies in London is infrastructure. The tech sector has grown so fast that the provision of office space and digital connectivity is having to play catch up”.

The digitisation of planning

The growth of the digital tech sector not only creates jobs and generates wealth; it creates opportunities for improved efficiency in other sectors too. In planning, digitisation can free up time and resources, and create new tools for planners to utilise. From the adoption of geographic information system (GIS) software for mapping, to experimental trials of 3D modelling software and virtual reality in plan making and community engagement, technology has and continues to present a number of opportunities to improve the planning system.

Beyond planning, innovations in the digital tech sector aid the creation of ‘smart cities’ – where information and communication technology (ICT) and ‘Internet of Things’ (IoT) technologies are integrated to manage cities’ assets, with the overall aim of improving efficiency. Examples of potential usage vary considerably, from supporting people with disabilities or chronic illnesses, to the provision of real-time traffic data, controlling streetlights and monitoring environmental data.

As such, a final recommendation made by the RTPI is to make use of local firms’ skills and resources to address cities’ infrastructural challenges.

Addressing inequality

Despite the rapid growth of the digital tech sector and its contribution to job and wealth creation, there is an increasing recognition that the benefits created by the sector can be insular and often do not spill over to the local economy.

Indeed, studies have found that the higher the share of tech employment in a city, the more income inequality there is. On this basis, the digital tech sector has been criticised for its potential to create a ‘two-tier economy’. There are also concerns about the gentrifying effects of digital tech clusters on local areas. In London, for example, tech growth has increased the cost of living in some parts of the city, displacing smaller firms and lower income families. It also poses a potential threat to innovation as startups are priced out of successful digital tech clusters.

Clearly addressing these issues poses some significant challenges for policymakers. Last year, the RTPI made a number of recommendations in this regard, including helping local people to develop the skills needed by local tech companies.

Successful planning

The digital tech sector has enormous potential to enhance economic growth. Through its ability to create the optimal conditions for the digital tech sector to thrive, planning can help to encourage this growth. Understanding local economic trends, consulting with digital tech businesses about their needs, and ensuring that local infrastructure has the capacity to meet these needs, are vital to successful planning for the digital tech sector. At the same time, ensuring that this growth is sustainable and benefits wider society are key challenges for planners.

In March, the London Borough of Croydon was named Digital Council of the Year at the Local Government Chronicle (LGC) Awards – a showcase event for sharing innovation and improvement in local government.

The LGC Award judges commended Croydon Council’s ‘no one gets left behind mantra’ and highlighted that they were impressed with:

“the breadth of its community empowerment and the range of digital activities, which had a material impact on changing people’s lives in different ways.”

Council leader Tony Newman said that he was ‘absolutely delighted’ that Croydon had been recognised as a digital leader in local government. However, he also congratulated the other shortlisted councils, explaining that:

“These awards are as much about sharing good practice as they are receiving the prizes, and not only will Croydon continue to share our learning with other councils, but we will also look at what others have done to see if we can improve still further.”

My Account

Introducing new online services has been a major success for Croydon Council. In-person visits to the council have been reduced by 30% each year, reducing staffing costs and increasing customer satisfaction from 57% to 98%.

My Account, a service which helps people access online council services (without having to re-enter their personal information) is just one example of this success. Launched in July 2013, the service now has 180,000 registered users – over half of Croydon’s population – and the My Croydon app has been downloaded almost 20,000 times.

My Account and My Croydon allow people to carry out a variety of tasks, including:

making council tax payments;

booking appointments;

reporting problems; and

registering for school admissions.

These services alone have saved the council £8m, and it’s expected that a further £1.2m of savings will be made in the coming year.

The solution used is ‘government certified’ and used by 30 out of 33 of London’s boroughs. This level of security is particularly important for local councils who often share sensitive data such as social care records.

Apart from the benefits to the environment, becoming paperless has saved the council £100,000 per year on storage costs alone.

Digital inclusion

To ensure everyone can participate in the digital age, Croydon Council partnered with Doteveryone (formerly GO-ON UK) to help people who struggle with technology or lack digital skills.

The Go ON Croydon project was introduced to support the 85,000 people in Croydon who do not have basic digital skills. Reaching out to organisations such as community and faith groups, this year-long programme set out to highlight and promote the council’s digital skills initiatives. One scheme promoted by the project was digital zones. Staffed by volunteer digital champions and located in banks or retail stores, these physical spaces provided places where people could go to have their questions answered and to improve their basic skills.

The Go ON Croydon project clearly made an impact, with digital skills levels in Croydon increasing from 70% to 79% within one year.

The council also made the decision to distribute 1,000 of its old computers to community groups, providing further opportunities for people to develop their digital skills.

TMRW

At the opposite end of the technology spectrum, the council has opened up a state of the art technology hub, known as TMRW, aimed at encouraging tech start-ups to locate to Croydon.

The hub, which was part funded by £927,940 from the Mayor of London’s Regeneration Fund, offers entrepreneurs and small businesses affordable co-working and office space, as well as other facilities such as event space, Gigabit internet services, and access to a 3D printing lab.

TMRW has been described as the UK’s official “fastest growing Tech City” and is home to a range of companies including one person entrepreneurs, developing virtual reality simulators and games, rockstar vloggers with over 1 million followers, and technology companies working with Samsung to develop the latest in connected car technologies.

Croydon iStreet

Recently, Croydon have partnered with The Architects’ Journal (AJ) to create a competition which encourages proposals for innovative technologies that will “transform the public realm”.

With a guide budget of £2 million, the proposal should help the council:

improve the area’s challenging post-war streetscape;

upgrade pedestrian movement and wayfinding; and

provide visitors with information about upcoming local events.

Councillor Alison Butler explains that Croydon will be undergoing significant redevelopment in the coming years, but highlights that this competition provides an opportunity to use technology to make Croydon a better place to live.

Final thoughts

To address a problem, you have to first admit that you have one. For most local councils, finding problems is not difficult: whether that’s substantial budget cuts, increased demand on services, a lack of digital skills, or outdated and antiquated processes and structures.

The answer to many of these problems is to introduce digital technologies and to encourage digital participation from local people, as well as council employees. This is what Croydon Council have been successful at doing over the past few years.

Local councils who are still at the beginning of their digital transformation journey should look to Croydon, to learn from their experience, and to see how they could become a successful digital council.

Follow us on Twitterto see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other digital articles.

On 26 January, the Danish Ministry of Foreign Affairs announced that they would be appointing the world’s first ‘digital ambassador’ to act as the nation’s representative to major technology companies, such as Google, Apple, Facebook and Amazon.

At a conference on the future of the Foreign Service, the Foreign Minister, Anders Samuelsen, explained that:

“Denmark must be at the forefront of technological development. Technological advances are making such a great impact on our society that it has become a matter of foreign policy. I have therefore decided to announce the appointment of a digitisation ambassador.”

In a follow up interview with Danish newspaper Politken, Mr Samuelsen expressed his belief that multinational technology giants “affect Denmark just as much as entire countries”. He highlighted the examples of Apple and Google whose market values are so large that if they were countries they would only narrowly miss out from inclusion in the G20 – the global forum for cooperation between the world’s 20 major economies.

As a result of this economic strength, together with tech firms’ impact on the everyday lives of citizens, Mr Samuelsen argues that the technology sector should be treated as a form of ‘new nation’, which Denmark must develop closer relationships with.

Cooperation between nation states and the technology sector

Technology companies are becoming involved in activities that were once reserved for nation states. For example, Mr Samuelsen’s Liberal party accepts donations in Bitcoin – an online currency which challenges the state’s role as the only issuer of legal tender. And Microsoft have signed a partnership agreement with the French Ministry of Education to provide teacher training, in order to prepare teachers for running special coding classes.

The technology industry argues that it is better placed than national governments to provide effective digital services, at cheaper prices. In terms of national security, computer engineering expert and academic, Jean-Gabriel Ganascia, argues that this is probably the case. Mr Ganascia highlights that Google and Facebook have vast image databases that enable them to use facial recognition software far better than any national security service. Therefore, countries have started working with technology companies on a variety of crime and public safety issues.

Citizens are also spending greater amounts of time on social media platforms. In an interview with The Washington Post, Mr Samuelsen stated that more than half of the world’s data has been created in the past two years (much of this from major platforms such as Facebook). This trend has implications for the privacy of citizens and the spreading of false information, a phenomena that has been labelled ‘fake news’. These issues are fundamentally important for citizens and nation states, and are likely to increase cooperation between countries and the technology sector.

Australia’s Ambassador for Cyber Affairs

Although Denmark will be the first country to introduce a digital ambassador, another government has made a similar appointment. In January, Dr Tobias Feakin was appointment as Australia’s Ambassador for Cyber Affairs. His role focuses on cyber-security, but also includes issues such as censorship and promoting internet access. At this stage, it’s unclear whether Dr Feakin will have direct contact with technology companies and whether this relationship will involve discussions over economic issues such as taxation.

Is a digital ambassador necessary?

Not everyone, however, is buying into the appointment of a government representative focused solely on digital issues. Technology journalist, Emma Woollacott, believes that it’s a ‘terrible idea’.

According to Ms Woollacott, Denmark already has a good relationship with technology companies, highlighting that Facebook has recently announced plans to build a new data centre in Odense, creating 150 new permanent jobs. These views may have some merit, as Mr Samuelsen has confirmed that the deal between the Foreign Ministry and Facebook was the result of three years of behind-the-scenes work.

Ms Woollacott also argues that Denmark is setting a worrying precedent by equating a private company to a nation state. In her view, the importance of the technology sector could have been acknowledged through hiring knowledge staff, rather than granting it a ‘unique political status’.

However, Professor Jan Stentoft, who researches the insourcing of technological production to Denmark, believes creating the ambassadorial post is a good idea. He explains:

“We have much to offer these companies, but Denmark is a small country, and we obviously need to make ourselves noticed if we are to attract them to the country.”

Marianne Dahl Steensen, CEO of Microsoft Denmark, also welcomed the creation of a digital ambassador position, but did acknowledge that the company ‘can hardly be equated with a nation’.

Should the UK introduce a digital ambassador?

By introducing a digital ambassador, Mr Samuelsen is taking a pragmatic approach to ensure Denmark is a key player in the international digital economy, as well as attempting to manage the impacts of an increasingly digital society.

Although appointing an ambassador for the technology sector poses philosophical and ethical questions, the UK should closely monitor how this new role develops and the potential benefits (and challenges) it brings for Denmark. In particular, if the new role is able to improve dialogue between technology companies and the security services on matters such as privacy, or help address the sector’s need for digitally skilled workers, then maybe introducing a digital ambassador is something worth exploring.

Follow us on Twitterto see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other digital articles.